Univ. Prof. Dr. Josef Windsperger
Fallstudien zur Vorlesung:
Internationales Management
Fallstudie 1: ICT Cluster in Finland
L. Paija (2001), ICT Cluster – The Engine of Knowledge-Driven Growth in Finland,
Working Paper, No. 733, The Research Institute of the Finnish Economy.
Fallstudie 2: Die Organisation der multinationalen Unternehmung der Zukunft
Literatur: Laubacher, R. J., T. W. Malone (1999), Two Scenarios for 21st Century
Organizations: Shifting Networks of Small Firms or All-Encompassing „Virtual
Countries“? Working Paper, 21C WP #001, MIT.
Fallstudie 3: ‚TightFit’ (Ressourcen und Unternehmensgrenze)
Literatur: Argyres, N. (1996), Evidence on the Role of Firm Capabilities in Vertical
Integration Decisions, Strategic Management Journal, 17, 129 – 150.
Fallstudie 4: Globale Allianzen ‚Global ONE’
Literatur: Inkpen,A. C. (1998), Global ONE, Case Study,Thunderbird International
Businnes Review, 41, 337 – 353.
Fallstudie 5: Followership Strategy in Global Markets
Literatur: D.-S. Cho, D.K. Rhee (1995), Followership as a Viable Strategy: Evidence
from the Semiconductor Industry in Japan and Korea, Working Paper, Seoul National
University.
Fallstudie 6: NUMMI (Landes- und Organisationskultur)
Literatur: W. W. Wilms, A. J. Hardcastle, Deone M. Zell (1994), Cultural
Transformation at NUMMI, Sloan Management Review, Fall, 1994, 99 – 113.
P.S. Adler, R. E. Cole (1993), Designed for Learning: A Tale of Two Auto Plants,
Sloan Management Review, Spring, 34, 85 – 94.
Fallstudie 7: Netzwerke in der Autoindustrie (Japan – USA)
Literatur: J. H. Dyer, W. G. Ouchi (1993), Japanese-Style Partnerships: Giving
Companies a Competitive Edge, Sloan Management Review, Fall, 1993, 51 – 63.
Fallstudie 8: DaimlerChrysler AG in 2004 (Merger)
Literatur: H. Deresky (2005), International Management, Case 12, 330 - 342.
M. Blasko, J. M. Netter, J. F. Sinkey (2000), Value Creation and challenges of an
international transaction: the DaimlerChrysler merger, International Review of
Financial Analysis, 9, 77 – 102.
Fallstudie 9: Die Bestimmung der Unternehmensgrenze (Portuguese Moulds
Industry)
Literatur: J. Mota, L. M. De Castro (2004), A Capabilities Perspective on the
Evolution of Firm Boundaries: A Comparative Case Example from the Portuguese
Moulds Industry, Journal of Management Studies, 41, 295 – 316.
Fallstudie 10: Netzwerke und IT (Cisco Systems)
Literatur: K. L. Kraemer, J. Dedrick (2002), Strategic Use of the Internet and ECommerce: Cisco System, Journal of Strategic Information Systems 11, 5 – 29.
Fallstudie 11: Communication in the MNC
Literatur: R. Marschan-Piekkari, D. Welch, L. Welch (1999), In the shadow: The
impact of language on structure, power and communication in the multinational,
International Business Review 1999, 8, 421 – 440.
Fallstudie 12: Leading Across Cultures (Germany, Japan, UK)
Literatur: Leading across Cultures, Thunderbird Case Studies, 2004.
Fallstudie 13: Dunning’s Eclectic Theory in the Software Industry
Literatur: K. D. Brouthers, L.E. Brouthers, S. Werner (2005), Dunning’s Eclectic
Theory and the Smaller Firm, International Business Review, 5, 377 – 394.
Fallstudie 14: International Pizza House in Brasil
Literatur: D. Gertner, D. Guthery (2002), International Pizza House in Brazil,
Thunderbird International Business Review, 44, 1 – 14.
Fallstudie 15: Joint Ventures
Literatur: D. J. Cyre (2003), Turning back the clock, Thunderbird International
Business Review, 45, 1 – 19.
Fallstudie 16: McDonald’s in India (Franchising)
Literatur: McDonald’s in India, Thunderbird Case Study, 2005.
Fallstudie 17: Strategie von Singapore International Airlines
Literatur: Singapore International Airlines, Strategies with Smile, Thunderbird Case
Study 2005.
Fallstudie 18: Vodafone – Globale Strategie
Literatur: S. T. Anwar (2003), Vodafone and the wireless industry, Journal of
Business & Industrial Marketing, 18, 7 – 19.
Fallstudie 19: IT and Transnational Capabilities (Electrolux)
Literatur: S. Manwani, R. M. O’Keefe (2003), The IT contribution in developing a
transnational capability at Electrolux, Journal of Strategic Information Systems 12,
111-128.
Fallstudie 20: Escalation in Strategic Alliances
Literatur: Delios, Inkpen, Ross (2004), Escalation in International Strategic Alliances,
Management International Review, 44, 457 – 479.
Fallstudie 21: Starbucks – Internationalisierungsstrategie
Literatur: Starbucks, Thunderbirds Case Studies, 2003.
Fallstudie 22: Collaborating with Competitors – Internationalisierungsstrategie
Literatur: S. K. Chetty, H. I. Wilson (2003), Collaborating with Competitors to Acquire
Resources, International Business Review, 12, 61 – 81.
Fallstudie 23: Internationalisierungsprozess in der Software Industrie
Literatur: Coviello,N., H. Munro (1997), Network Relationships and the
Internationalization of Small Software Firms, 361 – 386.